A NEW AUSTRALIAN INDUSTRY – ABRIDGED
A NEW AUSTRALIAN INDUSTRY
CAL - Computer Assisted Learning
EAM - Enterprise Asset Management
ERP - Enterprise Resource planning
SDLC - System Development Life Cycle
A System Development Life Cycle for the Enterprise Resource Planning AND Enterprise Asset Management for A GEOLOGICAL MUSEUM at VICTORIA, AUSTRALIA
PREPARED 9 November 2000, by John D. Hughes Dip. App. Chem. T.T.T.C. GDAIE
Updated 13 April 2001
Uploaded to this website 15 April 2001
1.0 Introduction to the SDLC project concept
The major aim is to provide a public Museum program, based on sound Buddhist principles, that addresses the unfinished business of learning for many persons. This new Australian industry will open windows on the world for persons around the world.
In preparing a systems development life cycle (SDLC) for a profitable new geological Museum, we are certain we can convince different persons having different skills to be involved at different times.
It is essential the SDLC we plan for the Museum use scientific development rather than heuristic methods to develop its e-business.
After using the conceptual solution developed a year ago to explore outside system levels needed for the Museum, the Curator reports he can set up the training plans needed for the next two generations of information specialists who can operate a geological Museum provided the Museum operates commercially at a profit.
The Museum has two parts, one actual and the other online.
John D. Hughes, the founder of the project, does not put a limit on the gifts of specimens he plans to accept for his Museum.
Recently Mr. Avi Olshina of Geologist Mineral Resources made a large donation of rocks from the Department of Natural Resources and Environment, originating from the State of Victoria, Australia, to Geology Museum@Upwey.
The term Geological Museum@Upwey has been registered as a trading name, however this will not be the name of a Museum at Philip Island.
The Museum has registered “buy resolved ” as a general trading name from 7 March 2001.
The website is at http://www.buyresolved.com.au/
2.0 The influence of technology in changing the nature of education
The decision to trade online over time has been made.
The Museum conceptual solution started as a privately-owned organisation and it was found growth rates would be too slow to satisfy everybody’s needs. More cash flow was needed than the owner was prepared to finance.
3.0 The notion of “value” and restoring meaningfulness in your life
The Museum will operate processes that overcome loss of value from persons having depressed moods.
It is well known that such moods lower the value of virtually every experience.
At our Museum we place great value on preventing the degradation of the lived existence of members of the “connected society”.
These persons will have swapped the nature and pace of their old industrial work for the new economy of information age “connected” work.
The old work was not free of stress but at least there was some feeling of power over the work.
When the substance of a person’s work life as regards nearly all aspects of their work is in another person’s hands and work becomes the central feature of their life, it ought come as no surprise that he or she looks for stress relief outside the reward of hard work.
None are exempt from the anxiety of work place change and restructure. The Museum is structured to answer some of these needs.
4.0 Interactive learning using the virtual and actual Museum
The third stage of distance online education has a potential for interactivity and student-directed learning.
We wish to provide an online virtual and an actual Museum having a wide range of specimens where persons can learn about the scientific method behind geology without taking examinations.
5.0 What does this Website do?
The Museum website transmits the values of the owner of the collection.
The Owner of this Museum is well known for his practicality, logic and compassion.
John D. Hughes is happy to use his some of his unique networks at times to describe how to get started.
The next building planned will be at Philip Island and will hold 90% of the Museum specimens
As display space becomes available there will be complementary growth in the size of the collection.
The design of the Museum will be modular to allow for physical expansion as the size of the collection increases, and as demand for the associated uses of the Museum also grow.
The need for the Museum to be self sufficient and to be able to generate funds will be achieved through several means.
Development of the Dragon King Temple at Phillip Island Site
A Dragon King Temple run by the Buddhist Discussion Centre (Upwey) Ltd. will provide occasional two-day meditation courses free of charge.
Photographs of the Dragon King shrine will be sold to selected persons.
A corporate training centre will be run by Julian Bamford at commercial rates.
This training centre will be managed by John D. Hughes & Associates Pty. Ltd. and will include development of a Geology Museum display having a Dragon King and Prajnaparamita shrine. Funds from direct sales at the Geology Museum will be paid into the account of John D. Hughes & Associates Pty. Ltd.
The use value for the market situation will be practice of personal development.
Background information about the museum
This paper took 6 months to write because it was a research project that had to be developed by action research cycles over that time.
The management information proposals insist that a large amount of digital recording of Museum specimens will be placed on a website.
The Museum foundation stone was laid on the full moon day in January 2000.
PHOTOLAN will have sufficient capacity to trial material for the Museum picture website.
Selection and training of Museum helpers
We have processes that marginalise persons who do not want change from the old industrial culture towards the new economy company’s work climate.
Based on our recent experience of website culture formation, we think we can form a positive synergy between the private actual Museum and a major website having a virtual Museum to provide a higher possibility of speedier communication about selected issues in scientific geological education being addressed by the joint Museums, rather than each one as a separate entity.
We have the will to part-stratify affordable specialist information to encourage research in geology at a profit.
Our research interests will include providing thrilling new experiences for many persons by involving them within the scientific fields of interest to a local Museum that can turn out research leading to sound economic development in Australia and training persons who feel nourished by a multipolis culture.
The Museum has in mind to become many things including a skills incubator to raise the general level of education inquiry about what science is doing with its collections.
Increasing the number and range of specimens in the collection
and providing Museum storage space capable of display
We are determined to build information and seek to double the size of the collection during 2001 to 20,000 specimens.
We are determined to find more storage space for specimen display on the preferred place for the second Museum to be located Phillip Island, Victoria.
The original conceptual solution for a geological museum at Upwey was used as a framework at inception to drive the construction of storage infrastructure in one building (termed Suite 10). The existing collection of 10,000 specimens is placed in steel racks in Suite 10.
To date, the Museum structure encourages the quality of working life by creating work satisfaction exemplars and promotes mental health of Australians and others.
The current notion of a Museum revisited
A core value is that the copyright of the Museum’s research output is owned and held by the operating Company.
As research may generate information of practical value, the Museum may offer to sell it or give it to other commercial parties for a fee or shares.
The products of the enterprise go far beyond distributed information packets about a virtual geology Museum where the specimens are viewed online.
Part of our efforts will be to sustain commission sufficient to involve talented sales persons.
Our Internet sales systems will generate leads for such persons.
We need to increase the relative level of their ability to process information obtained from the applied research of the corresponding physical Museum as selling tools.
Like it or nor like it, the Museum needs a dual hybrid reporting system between the mission research group and functional units making sales.
Building independent supply chains that can integrate thinking for the Museum
The Research Group Supply Chain
The first complex supply chain Stage 1 is the research group (a mission-orientated unit).
The Business Unit Supply Chain
The second complex supply chain is found in the set up the functional groups of the business unit that will fund the Museum’s establishment.
The Training Unit Supply Chain
This third complex supply chain will be developed to create demand for its services as well as responding to that demand. It will be an important education tool and will raise awareness of the link between corporate culture and all the components of the Museum.
The Production Unit Supply Chains
The fourth supply chain provides or manufactures the product sold at the Museum.
If persons do not follow our written programs, we will not support them.
By future training above middle levels of TRM, our stakeholders provide opportunities for the Museum to run with on line hybrid planning.
Training is available to a select few from the internal LAN at UPWEY.
Training costs time and effort from our side.
We have learned about delivery of training from websites and the type of interconnection we demand of the rare persons we meet who can understand the difference between theory and practice of running a Museum well.
We feel comfortable with three present key persons we have trained to handle Museum business.
John D. Hughes & Associates Pty. Ltd. provided the training set up for these friends of the Museum.
Providing our future training from a WAN carried on one of our company’s internet websites will pose less security risk and lower demands on our time.
Some reports will be placed on the Internet website for public relations.
Our training, like all business, is about common sense, clear objectives and hard work.
We think it is acceptable that 30% of persons who might register an interest to help the Museum to receive our training gratis even if, in fact, they do not help us in the short term.
The Dragon King Temple
We have stakeholders who are interested a second stand-alone project to establish a Dragon King Temple on the same Philip Island site as the Museum.
At present, the stakeholders in Australia are well positioned to adapt a Museum to the new global economic forces.
Motivation Training
Our sales manager has two ways to improve sales performance: training and motivation.
We can obtain wholesale product for the Museum to sell retail at a reasonable profit to fund the various levels of construction and development.
Trading Stock of Specimens
Every specimen in the Museum is for sale if the right price was offered; even if a local mineral or Australian fossil that we have collected is unique and cannot be found elsewhere.
The sale of specimens will provide important cash flow for the business.
A first Training Packet “blasts” to increase commitment to education.
An underprivileged performer starts from a position of ignoring, then actively denying, that they need training in work skills.
If qualified friends offer to help the Museum with projects and perform in such a way that they help the Museum and themselves towards self-sufficiency, we may invite them to use our CAL coaching systems.
Our CAL systems are designed for medium individual motivation ranging from self-interest to group interest.
The Museum inspires local persons to sell our products to capture some of the disposable income of the visiting tourists, both foreign and local.
Interactive sales experience as on line training.
Stage 1 is: the client reads a series of training cases we provide on line.
The Museum covers the losses. Others will take longer (up to two months) to help learn how to script to promote sales using our Museum products to run the programs. The Museum training methods show some recipients how to trade for profit within a Buddhist training incubator.
What other learning experiences do, we hope to induce in recipients in the Museum training incubator to bring trading for profit self-sufficiency.
“Buy resolved” will be used to offer a range of Museum products for sale from a physical store or a website.
When housing the future complete Museum collection, the major sales centre will be with the Philip Island Museum.
When Museum specimens are investigated, the catalogue details will go onto the website. There will be no full sized display Museum at Upwey.
The Museum on line has website of 500 MB present capacity devoted to educational news content edited by the Curator.
The Museum has access to five trained webmasters to administer the site.
The Museum I.T. team will spend between 11% and 50% of their time learning new technologies, or acquiring information for development of the website.
The team’s vision includes the creation of affordable, high quality programs about the Museum specimens and these will promote interest in sales.
The profit from sales keeps the Museum in business.
We argue that for persons who are ageing or near death, it is not such a bad idea to provide us with help and give their time and work skills for use by younger persons who we connect with within our training “system”.
1.0 The GPS complex used for our cultural training
Our traditional information structures are improvised as to process data.
The specialist nature of parts of the Museum training means there will be a series of information overload phenomena present most of the time.
Creative thinkers can help brace the organisation against “future shock”.
Our market target audience are persons who possess medium to superior capacities that have developed over time through the practice of generosity and virtue.
They are persons who are bound to improve.
The Museum will concentrate on five uplifting educational tiers.
It is to encourage persons to learn self-help by manipulation of prescribed words and Buddhist cultural symbols and to help others.
The Museum’s collection of specimens is useful as offerings to a Dragon King Temple.
The social ethic that attacks the work notion as meaningful is not of interest to our Members because without work how can merit-making be funded?
We agree that for persons of great merit retreat from the work force is valid to become a Monk or a Nun.
For example, at our Museum, raking leaves to reduce fire danger is of high importance. We must explain to new persons, who we allow to help, that the minor task becomes something concrete to inspire our helpers to preserve the Museum.
The third educational tier is to help people find “the number” (how much the museum can give away rather than sell) and still have a fund surplus.
The first intriguing version of the Conceptual Plan was written on 31 January 2000, and John D. Hughes and Associates Pty. Ltd. registered the business name Geological Museum@Upwey.
There is little point in using Museum resources to excite persons, unless at some time you can guide them to act as with your business plan and make a surplus as some kind of profit.
This Law is considered as part of our project plan.
The fourth tier is the way forward for the Museum to take on a role where we increase our public relations skills as the basis of our ability to deliver high quality motivational material from our website. The educational material that we will produce can arouse affect about geology as a desirable subject to study because computers can reduce learning time for certain types of knowledge by 30 per cent.
Benefits include improved computer literacy skills, networking and information gathering skills.
The old work culture was not free of stress but at least there was some feeling of power over the work. Class size does not matter if our Internet users understand our written advice and instructions.
The intention of the Museum training is not to introduce any grand scheme that distinguishes between persons because of their social status but to put some notion that users are to give some form of social service towards other consumers of our training product.
We see ourselves in the business of training persons how to improve their wishes to learn and enjoy knowledge that brings profit by “the circulation of good works”. This, in turn, assists their mental health
The Museum’s biggest risk is not to do “just-in-case” education.
Of the various factors driving the growth of the alternative education market there are two that are of interest to the Museum.
“Just-in-case” education versus “just-in-time” training.
Credit versus non-credit professional development education and training.
The Museum’s Curator reviewed the conceptual plan and altered its recommendations from private to commercial organisation and planning.
We measure the opportunity-loss of cost-of-lost sales.
Development time needs to be given to get new Museum products “sale ready” within one week.
Interim arrangements pending the selection of a site of the commercial Museum
It is time to gather information about some land and arrange finance for some sort of building to display the large Museum holdings and hold a direct sales centre.
The Museum and the Dragon King Temple will be at the same site.
The Museum will promote a network for sales and marketing.
Before that time, sales delivery could to be explored by multiple pathways.
The Museum must not fail to add capacity, if it wants to gain a position.
To succeed in each one of three approaches, the Museum must understand the social change that might seek to mix three channels.
We would not like to think the Museum became known as an organisation that would build a synergistic business model that takes affiliates with synergies with high-risk business.
The Museum must develop our market as entertainment and information services.
Part-time helpers must target our budget in their time
We want the value of their part-time work to bring them $15 per hour ($120 a day).
Within two months of giving training, we expect each semi-retired motivated Museum helper to work to give us 20 hours per week of their time on average to our causes.
The curator of the Museum has prepared and tested our first units in a small way.
We plan to utilise three training levels.
This facility motivates two out of the three styles of persons to attend seminars where we develop and test new things to place on our business web site.
As we intend to run our “faster” PHOTOLAN internally at Upwey we can preview client -visitors training there by taking them to the second level of non paper based training - our training for their future.
Recognising scientific progress is a Museum research necessity
We recognise the Museum proceedings that we evolve must include the keys to scientific study.
Even although we know physical displays of the Museum at Upwey are circumscribed, we will develop them to transfer to our web site.
The function of Buy Resolve Museum Sales Review (BRMSR)
In terms of function, the Review is to be a marketing tool to create demand for Museum sales, promote “specials” and share with persons our interest in the ideals of higher learning.
Persons reading it should feel inspired enough to help the Museum in some way.
The Museum does wish to reach persons anytime and anywhere with our current news and views but does not wish to support the business of publishing and distribution of a paper publication at a time of raising postage costs.
The paper version content is controlled so it is a summary of the knowledge technology content we are seeking to transfer from the Museum web site.
We do not wish our friends to feel they must work with less control and less power because of company financial development debt. The editorial style will be strong in promise but, at the same time, it will caution against offering sales persons expectation of sound profit from product sales unless they give attention to following up the service and delivery times personally.
Educational Goals for Museum Helpers
Our Museum helpers are drawn from a self-help organisation set up by John Hughes decades ago.
On the “self-help” model, one person does something another wishes in exchange for approval, money, goods or work.
The economics of the Museum is sound because it has mustered a series of incentives apart from I.T. resources.
Some of the more material helpers found that the activity leading to refurbishment of the freshly painted buildings and Museum office space to store the specimens act as their incentive.
We do not wish to curtail I.T. operations of our Upwey Temple while we develop the offsite Museum complex.
THE TEACHING TIMES FOR THE DRAGON KING TEMPLE
John D Hughes’ attendants who travel with him will sell products at the teachings to gather funds for the Temple and Museum. Our tradespersons could well do no free work for us if we disturb their mental comfort and security.
We would not like to shut down the Dragon King Temple and the revenue earning Museum complex and/or the website at the same time.
The notion of materialising the Peace Concept of Lord Buddha within a Dragon King Temple will be hosted on that commercial website.
The Museum/Temple complex notes the following points were taken from Dr. Gurugi’s paper “Buddhist Philosophy and World Peace”. The Museum must have one strong face holding a modern scientific geological basis.
The most feasible order of operations had to establish knowledge management that blends Buddhist economics to lever existing Museum tactics in financial, technical, organisational and cultural fronts.
Introduction to Buddhist economics
By using the learning opportunities we create in our fundraising commercial processes, they fund our self-help social form of Museum education.
As Shinichi Inoue (1977) stated, the Western attitude towards work is summed up in the phrase “work is pain”.
From the outset of the project, our Teacher has cautioned us about thinking that any work in setting up and running the Temple/ Museum ought be viewed like that.
From our viewpoint, since we are not ageist, we do not state a retirement age at which time a person ought to cease to help the Temple/Museum and only consume its resources.
Unlike the prevalent view of the West, the Buddhist approach is to view work done for the Temple/Museum as a form of practical social service and does not end at some randomly determined retirement age.
The website for the new Temple will have fundraising for the new project.
What is needed at the Dragon King Temple and Museum is a more sustainable civilisation that is socially beneficial and environmental friendly to Phillip Island.
A partial list of persons who will help will be provided as a separate document.
Stage 3 will recommend what actual land we propose to use for the new Museum set up.
Stage 3 will bring together the resources and detailed planning for the first two years of the Museum start-up year plans.
Stage 1A is to publicise and advertise the work-in-process plans and invite new input.
John D. Hughes & Associates Pty. Limited has arranged Stage 1A by opening up a special news of the project commercial Internet site on 9 February 2001.
Stage 4 will detail the next 3-year development plans and who can say they will help fund and/or work the plan.
For commercial reasons, many parts of the Part 4 plan may be held as confidential business information.
One complex example of information about directions of change is third order knowledge about weather changes.
The specimens to be displayed on the website were photographed in bright sunlight.
Persons we know expressed interest in developing the knowledge base of the Museum.
If we move locality we assume less than 5% of respondents could help us set up a Museum.
Over the year, other Teams put thousands of hours of construction work into a major building project on site.
The IT technical staff’s time and skills were concentrated onto getting seven of the Centre’s web sites up and running.
In every case, the need to track these projects meant the Museum development had to be placed on lower activity budget.
However, we can project the Museum would function better in the medium term if extended physical displays of the Museum up on the existing site were not attempted but such displays were provided in display areas on another site.
The owner of the Museum, John D. Hughes will start by directing his funding towards building a strong website within the next six months.
In time, with the right action on the website may become the most valuable asset of the company.
The temptation to spend too much on an on-site physical display arrangement for the Museum at Upwey would mean the major Dhamma teaching functions in time and space at the Centre may be overshadowed.
By creating displays at another Museum location rather than make further development of physical displays at the Upwey Centre a project target can be set up to give a sound and good balance of existing and future assets.
Customer knowledge is a good place to start.
Small running times of pilot museum sites have helped a lot.
We need speed to load valued data to the Museum if the brand credence is to be increased.
A new website project will give on-line establishment of the brand for the Geological Museum @ Upwey.
This virtual site operated from new commercial equipment installed at Upwey could increase the value of the Museum brand.
We will sell the notion on the website that it would be nice to see the original specimens.
We need to establish the brand image of the Museum on the website and tell persons that, in Australia, we intend to work along the old business culture convention that suggests a need to overcome “frictions” to bring about real physical “bricks and mortar” Museum site.
Having access to knowledge only when its “owner” has time to share it or losing it entirely if he or she leaves the Museum’s organisation can create significant problems.
What type of story ought we tell about why an actual physical Museum ought to be a new site?
Placing real specimens on display at a different site makes sense because there is a limit to how many visitors we wish to have at our Upwey centre.
We think that since affordable land is available on Phillip Island, it would be expedient to make a Museum exhibition and permanent display zone alongside a Dragon King Temple at Phillip Island.
Within that area, the Museum holds a lively research Centre and e-library on its site.
By relocating the Museum holdings from the present location at Upwey to the new location and providing a Dragon King Temple alongside them in same space, we have an interesting facility.
It could be needed to develop sales of products to fund the Museum.
One year has passed since the official founding date of the Museum on 21 January 2000.
Details of administration of the Museum for the owner.
At our Museum, we place great value on preventing the degradation of the lived existence of members of the “connected society”.
We try to calculate the costs if the value of knowledge we use were absent.
If you set out to measure the cost arising from poor decisions managers made in an organisation, you would find how much better off and how much richer you would be if the right knowledge had been applied at the right time.
It is time well spent if we take a hard look at our culture before launching our next knowledge initiative.
None are exempt from the anxiety of work place change and restructure. The Museum can answer some of these needs.
The Company will fund a new site having enough commercial display space to hold the bulk of the collection on display at the same time.
Study #1
The first probe was to find an attitudinal appraisal of the notion of a Geological Museum. Results of Study #1 will be available in a separate paper.
Study #2
Many persons and organisations were requested to provide new specimens as gifts to the Museum.
A 30% increase in specimens was obtained over 4 months.
Study #3
A trial of exhibit photography was loaded onto a non-commercial CD Rom. The rationale for the Museum web site is that it must transfer robust information at affordable cost.
The trial was a success because it provided staff with “hands on” know-how of geological photographs configuration experience to our Museum staff.
The philosophy of the website should come through when the website is browsed.
It should not be too hard for persons reading our website to empathise with how the Founder of the Museum became inspired with an essentially academic curiosity in the fertile field of geology.
Study #4
In a classical Victorian Museum, looking at the static displays and browsing through the rows of geology and fossil specimens was a worthwhile experience somewhat like a theme park frozen in time.
We are certain that a suitable number of displays in a Geological Museum at Philip Island would create interest for fee-paying customers.
Study #5
Website Briefing Study
The feasibility of website display of digitally photographed specimens was explored. We involved a not-for-profit website to gather skills for Members.
We have created a new commercial website called www.buyresolved.com.au which will show photographs of specimens.
A major drive for this project’s business planning to create a surplus
The new website will provide working details of the Dragon King Temple proposals as they come into place.
The website will show the KPI (Key Performance Indicator) financial ratios for building & infrastructure cost Vs maintenance costs Vs operating capacity costs of the Geological Museum @ Upwey.
The first intriguing version of the Conceptual Plan was written on 31 January 2000, and John D. Hughes and Associates Pty. Ltd. registered the business name Geological Museum @ Upwey.
There is little point in using Museum resources to excite persons, unless at some time you can guide them to act as with your business plan and make a surplus as some kind of profit.
Some of the preliminary work on the Museum information products was intuitive and did not flag up the quantity of the surplus required.
We use three evaluating methods for measuring our derived information products costs Vs value.
The first evaluating method calls for setting in place a monthly audit to see if the Museum has time and resource and capital and labour shortfalls.
At the same time, the Museum will measure overall consumption of goods and services to see if they are likely to be in surplus or not.
Without knowing “the number” (how much the Museum can give away) how can we know what we are doing for the Museum on a monthly basis is sound?
A few of the Museum staff find it difficult to accept a funds surplus.
We will seek to measure the impact of access to our information surplus.
Overall, this small project might cost about $1000 in materials and $500 in wiring and fittings plus labour costs per Suite.
What are the timelines to get the Museum ready to start?
The main site for the Museum at Phillip Island in Victoria has cold wet winters. Friends of the Museum are unlikely to wish to help in that time.
If the Museum was worked on and set up in Winter, it could be ready to capture the Spring tourists’ dollars.
A surplus could arise from repeated sales of inexpensive product
We admire our manager who pointed out the theory that inexpensive product is easy to sell to most persons.
A4 Prints of the Dragon King photograph are examples of such value-added small run product.
We will identify the types of clients to enable the Museum to create an annual surplus by serving them properly.
Once it is established, our Museum website is a marketing company, not a technology company, then only the most basic and affordable technology will be used for operations and the cost of website operations to keep it running will be monitored monthly.
Another customer type is certain cash flow business because they visit the Dragon King Temple to practice.
By insisting on a quick path to profitability for the commercial organisation of the Museum project brand, visitors could be charged admission fees to view the Dragon King collection while being given the opportunity to buy product off-line and then encouraged to read online.
We embrace the notion of mutual benefits by monthly surplus may limit free Museum services over time
One way or another, the Museum must sell enough photographs of our rocks or minerals or fossils or derivatives at a monthly profit to recover operating costs of our website and make a surplus.
How will John D. Hughes & Associates Pty. Ltd. fund the project?
Scenario : Pay Peter, Plan for Paul.
This is the cautious building scenario that has been approved for the next year for the museum building project.
The new Museum building looks like the investment in cash terms over the next two years.
We want many young and not so young persons to enter into the elite enjoyment that comes from viewing the multiple photographs of rare specimens on our website or to visit our new museum.
Cost benefit expressed in simple terms is the extent to which the benefits of the derived information on products outweighs the cost of alternative methods of delivery of the same amenity.
The physical specimen holdings will be transferred to the site at Phillip Island freeing up space in Suite 10.
Virtual Museum Holdings (VMH) - delivered from the website
At present, calculation of real display costs are based on only two glass display cabinets. The cost formula we use to value specimens is to work out the costs of selecting, labelling and preparing one safe display case containing 100 specimens and say that their value is three times their mounting costs.
A new building with sufficient display space will save dismantling costs of exhibits.
With dismantling, cost of display of each specimen value is calculated at $4 to $12 as the labour of specimen display is destroyed in the process.
Clearly, over time, a new site would pay for itself because it would not carry the weekly cost of destroying displays
The Museum understands what has become evident is cost of Real Depot Holding (RDH) for the few specimens at a time is not sound policy.
At this point, we have decided that a new site must be purchased so that we can reduce project costs by not changing the Museum display of specimens once set up.
Details of IT Plans of the new Museum
Julian Bamford will operate the website of the museum.
The work stations to be set up for the Museum will go digital all the way, because with this technology, helpers can access state of the art working at anytime from Phillip Island OR Brooking Street Upwey or elsewhere.
The legal requirements needed to register a website address for the Museum is underway.
At present, we intend to improve presentation of our pilot testing by raising on a one metre dais the sight line to our existing Museum specimens held in two glass cases.
We have a new approach to our brand recognition as our stakeholders find how our Museum plan will operate at the Dragon King Temple.
The new Museum is a worthwhile challenge that could interest some fresh persons.
The Museum expects our multi-skilled helpers can help Julian Bamford with our Internet site responses.
Two persons are required to be trained for entering the Museum catalogue.
Lisa Nelson will operate the Museum Library.
John D. Hughes will design the Museum Laboratory during 2001.
Other content for the Museum website will include about 40 photographs of the helpers involved, shots of the specimens in the various granite and rock walls at the Upwey site, and 3 major papers apart from this one.
The overview story will be that the Museum is a vehicle to help persons towards the good life, and it is designed to have an operating capacity of about 200 years at Phillip Island in Australia.
By that time, if the Museum assets are not transferred to another country, the Museum could continue to operate in a private capacity in Australia for a further 150 years.
Friends Of The Museum will assist this vision of a private Museum.
Like Ch’an, involvement in Museum operations will help persons reduce the greed and confusions spread by Mara in the Dhamma Ending Age.
The Dragon King is the patron of the Geological Museum @ Upwey.
May Friends of The Museum gather blessings and healing under the Teachings.
In $ terms, the present capital in buildings used by the Museum at Upwey is $40,000 (John D Hughes owns the buildings).
The specimens have a present value at T-min = $10,000.
Housing costs estimate for the new Museum at Philip Island 10,000 specimens is $18,000.
The overall capital outlay (replacement cost) for a building for displaying and storing the existing Museum specimens is $12,000.
Laboratory Furnishings & Equipment at Upwey
Total cost to date = $13,200
Laboratory equipment and tools– replacement cost $2000
Upwey Camera (with charger) – replacement cost $1200
Upwey Laboratory Chemicals – replacement cost $4000
Upwey Computer system (as upgraded for Museum laboratory use) - replacement cost $ 3500
Upwey Laboratory furniture and fittings – replacement cost - $2500
Laboratory set up development plans for Upwey
Within Australia, we have found in the market place, that from time to time liquidation stocks of laboratory equipment comes onto the market at affordable prices.
Our goal is faster recording and analysis testing of specimens.
Funding for such equipment could well come as gifts from friends who are involved in the Museum.
Suite 10 has an estimated capital cost of $8000 when wired for electric power.
Building & shelving total $40,000. Metal shelving to hold specimens and references has cost about $3000. The present holding cost per specimen to display is of the order of $4 to $12.